How Venture Team Recommendations Influence Undue Entrepreneurial Persistence: The Impact of Self-Regulation and Experience

Persisting with a losing project (i.e., a new product development project facing superior competition) is a social endeavor that can increase the costs of failure to the entrepreneur and other stakeholders. Yet, it tends to be explained almost exclusively in terms of intrapersonal predictors, such as the sunk cost fallacy. This paper examines whether, how, and under which conditions interpersonal influence, such as the intensity of a team’s recommendation to persist with a losing project, encourages entrepreneurs to persist. Drawing from the psychologies of escalation and self-regulation, we build a model of entrepreneurs’ undue persistence that we test through experimental design and conjoint analysis. We find that an entrepreneur’s decision to persist with a losing project is determined partly by the team’s recommendation to persist and that the strength of this effect varies across entrepreneurs based on their self-regulation and experience.

Transferring an Interdisciplinary Student Product Development Project to Full Online Conduction

"Product Innovation" is a 7-month product development course, conducted at the Institute of Innovation and Industrial Management with international and interdisciplinary student teams. A close connection and interaction between industry, students and research has been an important part of this project-based learning course. Due to the COVID19 pandemic and the worldwide occurring lockdowns, students were not able anymore to interact and conduct their projects in the proven manner. Being in a critical phase of the project, the course concept had to be reorganized and transferred to online conduction by using computer supported collaboration work within a few days. Both observations and surveys were used to compare changes in student´s behaviour and results of the project. This paper will describe 1) the original situation and course concept, 2) show how the course was transformed to online conduction, 3) describe the observations made and 4) analyse how the students experienced the transformation.

Performance evaluation of automotive product development team members based on a PLM system: A case study of M Automotive Products Company

Based on product lifecycle management (PLM) theory and social comparison theory, this paper constructs a performance ranking model of automobile product development project team members, uses an active server provider (ASP) to develop the system, realizes the online operation and real-time analysis of the performance management system, and solves the problems of the low efficiency, low morale and unfair assessment of product development team members caused by traditional performance assessment. The performance management platform for the team members of the automotive product development project uses a PLM system to realize a systematic and standardized list of project functions and provide a performance appraisal management system that can be evaluated and fairly compared for project team members. Based on the performance appraisal practice of automotive product development project team members of M Automotive Products Company, this study verified the feasibility of the ranking model’s transformation to work habits based on the predetermined and result data of the mission completion rate, the punctuality rate and the degree of improvement of the management level of product development project team. Through the tracking of the team performance ranking function, it is found that the model can solve the problems of untimely assessment and insufficient incentives in the current traditional performance appraisal, enhance the overall enthusiasm of the team, and give full play to the subjective initiative of the team.

Identifying Computer-Aided Design Action Types From Professional User Analytics Data

Inspired by popular personality type indicators, we develop a framework for classifying individuals by their computer-aided design (CAD) behaviours. We are motivated by the trend of modern CAD software towards cloud platforms and expanded collaborative features. Cloud-CAD platforms enable collaboration by increasing access, and reducing conflicts and barriers to file-sharing. In order to generate insight to support CAD collaboration, we analyze the real-world data from an industry partner’s product development project, consisting of eight professional designers working on a cloud-CAD platform. This data corresponds to more than 1,420,000 actions over a span of eight months. Via hierarchical clustering, we group 79 unique CAD activities into 14 categories of CAD action groups, such as Part Studio, Assembly, Comment, View/Scan and Export. Next, we identify the degree to which each of the eight designers performs activity in these CAD action groups. We demonstrate the usefulness of this framework by highlighting insights revealed by the CAD action group mapping, confirmed via discussion with the industry partner. This CAD-type behaviour framework provides a tool for assessment and reflection on the types of behavioural tendencies present or missing on a team of designers. It can assist CAD educators and trainees in understanding their comprehensive CAD learning trajectory. Future extensions of the framework could leverage artificial intelligence techniques to provide real-time feedback on designer roles.